Aligning IT Investments (Plan) and the Institutional Strategic Plan

Team 2Ed Pokraka

Shelley ReedJeff CepullWill Krause

Educause Seminars On Academic Computing

August 2003

Problem (?)

• How does an IT department determine the IT investments that best contribute to the University’s academic success (that are best aligned with the University’s strategic plan)?

Context• University consists of multiple (8) schools which are now being integrated

(into 1).

• Integration is starting first with the administration / service functions (ERP implementation).

• University does not have a documented institutional plan. (Space plan is also uncertain)

• Currently recruiting Provost

• President feels that IT is very important to the University’s success.

• CEO/CFO has provided significant funding to improve IT services for teaching and learning.

• Current IT environment is operationally sound.

• Newly formed Faculty Senate.

Solutions• Outline IT’s understanding of University’s

strategic goals (as well as IT’s role) and get verification from President (even get President to communicate the goals).– Work with CEO(CFO), Deans and faculty to discuss

goals (even get elaboration of goals) and how IT can help achieve the strategic goals.

– IT can also use this process to identify opportunities for IT investment

– May need to involve faculty (…students….)

Solutions (continued)• Hold “thought provoking” days:

– To raise University’s awareness of the changes that are affecting education (in general as well as related to specific disciplines).

– To identify the changes (non-IT and IT) that the University should undertake to be successful (given the environmental changes and the University’s strategic goals).

• President/Provost should champion the forum.

• Participants can include faculty (from University and other universities) who use IT, employers, IT industry reps relating to academic disciplines, professional associations, students and alumni.

• Audience: campus community• Frequency: annual

Solutions (continued)• Hire a “PhD” who has strong teaching credentials,

is aware of the changing educational landscape, and is aware of the role that IT can play.– Help educate University community (including IT

department, deans, executive)– Be an advocate for change– Help identity IT (and non-IT) initiatives (investments)

to be undertaken.

Partners

• Internal partners– President, new Provost, CEO/CFO– Deans and Associate Deans– Faculty– Students

• External Partners– Adjunct Faculty (as business people)– Employers– Associations– Discipline-specific software vendors– Consultants are currently doing a survey for

University

• Partners who can share ownership of the problem and provide resources:– President, new Provost, CEO/CFO– Deans and Associate Deans– Faculty– Students (?)

Strategies (to work with partners)• IT leadership needs to learn more about the

academic disciplines and the application of IT in those disciplines– Ask questions, communicate back (get engagement)

– Be a consultant

– More walking about

• Implement 3-4 initiatives that moves academic and IT forward (towards transformation).

• Note: It is important to get shared ownership of solution and investments

– All partners will feel they’ve succeeded

– IT is not “left alone” to fail

Executive Leadership Needed

• President, Provost and CEO/CFO:– To “champion and lead the charge” overtly.

[Charge: Develop University’s strategic plan, identify University transformation needed, identify role of IT]Note, President appears willing to participate.

– To support IT department.

• IT needs to “educate” and support the President and executive.

Metrics of Success

• President, Provost, CFO, Deans (university community) had incorporated (institutionalized) IT into University strategic planning and program planning.

• A list of priority IT investments and institutional buy-in to the priorities.

• Faculty feel they really have a way to effect decisions regarding IT investments (and teaching and learning).– IT is a partner in their teaching and learning.

Vision (Picture) of Success• President, Provost, CFO, Deans, faculty feel

that IT is a partner in the teaching and learning process (not just a facilities and infrastructure provider)

• There exists an articulated vision for the University (regarding teaching and learning).

• President is more aware of the complexities and challenges in the effective application of IT in teaching and learning– This is more than an IT problem.– This is more than making IT choices.